THE IMPACTS OF PERSON- ORGANIZATION FIT, CAREER …

Proceeding of The 1st International Conference on Economics, Business and Tourism

ICEBT - 2019 ISBN: 978-604-73-7056-6

THE IMPACTS OF PERSON- ORGANIZATION FIT, CAREER

GROWTH AND EMOTIONAL EXHAUSTION ON TURNOVER

INTENTION WITH THE MEDIATION OF JOB SATISFACTION

Nguyen Tran Nguyen Khai1

Nguyen Duy Yen Linh2

Pham Nguyen Khai3

Abstract

The purpose of this research is to examine the Millennials’ mechanisms of turnover decisions through

the evaluation of person – organization fit, career growth, emotional exhaustion and a mediation of job

satisfaction in the context of hospitality industry in Ho Chi Minh City, Vietnam. There are 187 valid

responses surveyed by distinct service employees who belong to the studied generation. Structural

Equation Modelling (SEM) is crucially conducted to test whether the data collected are compatible

with the proposed research model. The results show that some new correlations are explored although

most of hypotheses are supported; person – organization fit, career growth, emotional exhaustion and

job satisfaction jointly explain around 59% of turnover intention’s variance. The implication for both

individuals and organizations are discussed.

Keywords: Person – Organization Fit, Career Growth, Emotional Exhaustion, Job Satisfaction,

Turnover Intention, Millennials, Hospitality Industry

1 International University – Vietnam National University, HCMC – Email: [email protected] 2 International University – Vietnam National University, HCMC – Email: [email protected]

3 International University – Vietnam National University, HCMC – Email: [email protected]


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1. Introduction

Hospitality industry, in recent years, appears as one of the industries taking an ownership of the most

fast-moving development in the world (International Labor Organization, 2010 cited in Bharwani,

2012). In other words, the service industry has gotten an enormous establishment of 266 million jobs

and made salient contributions of 9.5% to global gross domestic product (GDP) in every year (Hank

Duyverman, 2019). In Vietnam, particularly, the progress of hotel and restaurant business is expressed

significantly. According to the Vietnam General Statistics Office, the number of accommodation

properties is planned to reach 26,800 featuring 532,000 rooms in the next 2020. The forthcoming

estimation also comprises the new appearance of internationally renowned hoteliers in Ho Chi Minh

City, for instance, Hilton and Mandarin Oriental. This remarkable growth is thus associated with the

great potential for employment opportunities in hospitality management (Hank Duyverman, 2019),

especially in the urban service industry.

As a human-based business, today’s prosperity of hospitality industry great hinges on human aspect

(AlBattat et al., 2014) - the key and the whole spirit of service environment. Company performance,

therefore, is considered to be vulnerable to the lack of organizational commitment, which was precisely

mentioned by many researchers including Cavacoa & Machado (2014), Lee, Lim, Swanson, Park &

Lee (2016) and Guillon & Cezanne (2014). According to Hinkin & Tracey (2000) and Megan Wells

(2018), furthermore, hospitality enterprises compulsorily suffer from financial consequences

consisting of recruitment cost, hiring cost, orientation cost, training cost and loss of productivity cost

when they fail to obtain employee engagement.

Although well-known for filling with numerous attractive career opportunities, hospitality business

actually deemed to own the speed and density of turnover higher than any industries (Smile, 2018).

The industry is expressed to be an environment where supply and demand barely meet at the

equilibrium point (Hank Duyverman, 2019). In Vietnam, particularly, while there are 40,000

employees in need of workplaces per year, the provision from universities and colleges only ranges

around 15,000 workers (The Dan, 2019). In addition to the scarcity of human resource in the industry,

economists declared in some articles that the turnover rate of Vietnamese service attendants reached a

peak at 62,6% in 2013, compared with that in other industries averaged 42,2%. Another emphasis was

laid on Navigos Group survey on the analysis of more than 1,600 responses from the new Vietnamese

graduate about opportunities and challenges on the first steps of their career path. Specifically, it

resulted 81% was the level of agreement with turnover decision in terms of time wasting avoidance

for inappropriate work. Another 57% of respondents, furthermore, was counted to give the support for

https://www.tandfonline.com/doi/full/10.1080/1331677X.2018.1456346


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staff resignation as an attempt to experience many work environment (Bao Duy, 2018). Moreover, on

the interview conducted with Navigos Group Vietnam General Director, the job transformation

commonly turned out in young workers is relevant to the dissatisfaction about salary, bonus and the

lack of chances to develop in those jobs (Bao Duy, 2018).

Consequently, in an attempt to improve these negative statistical figures, the comprehension in

inevitable human factor together with the actual working experience of the researcher in the industry

have oriented the research toward predicting the turnover intention in Millennial generation through

the evaluation of three key factors including person – organization fit (P-O Fit), career growth and

emotional exhaustion, which is driven from an adaptation from the hypothetical models of Chen et al.

(2015) and Huang et al. (2017). As scarcely aware until a certain escalation of turnover rate is on the

alert (Chen et al., 2015), it is beneficial to anticipate the turnover decisions before the resignation

scenario significantly “increases the cost of employing staff, diminishes the organization’s knowledge

capital and weakens its reputation” (Shaw, Gupta, & Delery, 2005).

In the ultimate outcome, the study is aimed to accomplish four objectives. The first is to emphasize

the significance of Millennial employees in today’s circumstance. The second is to explore the contexts

in which the P-O fit, career growth and emotional exhaustion acts as a predictor for both job

satisfaction and turnover intention in the urban accommodation, food and beverage business. The third

is to identify the prediction of job satisfaction to turnover decision. The last one is to build up

recommendations with an effort to narrow down the figure of staff turnover, which renovates the

service quality for excellent performance of hospitality organizations in town.

2. Literature Review

2.1. The Millennials

The Millennial generation, on the basis of Pew Research Center (2007), are young individuals roughly

estimated to be born between 1981 and 1997 at the age of adulthood. In comparison with today’s

circumstances, the young cohorts, specifically, have just gotten involvement in graduation and taken

every single first steps on their career path. Regardless of freshness, productivity and creativity, the

Millennials, on the other hand, are argued to lack patience and loyalty (Lynch, 2008; Marston, 2009).

In addition to the analysis of the underscored today’s young workers, “one of the characteristics

commonly attributed to Millennials, especially those with higher socioeconomic status, is a strong

achievement orientation” (Howe & Strauss 2003; Luthar & Becker 2002; Pew Research Center 2007).


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Beyond the self or the internal career orientation, the pivotal dilemma, in terms of the external career,

that Millennial generation commonly face is driven from parental expectations (Howe & Strauss,

2003). In comparison with previous decades, the financial resources of today’s parents appear such

comfortable that the priority is usually given to prestigious universities for their children, concurrently,

the job acquirement after graduation is highly expected to be compatible with the awarded Bachelor’s

degree. In hospitality industry, providing that one graduated citizen works as a server or service

attendant, for instance, it is unquestionable to catch up unamused eyes of their parents. This is because

that they assume the job as serving and carrying is not the suitable one for a prestigious university

graduated. The amount of monthly service salary, particularly, is even claimed to be inappropriate with

the tuition paid in every month. “Driven by intense vocational socialization from parents (Myers et al.

2009), the Millennials are focused on personal achievement and success (Pew Research Center 2007)”.

There is no indifference to the giant career ambition in earlier generations, nevertheless, the most

significant Millennials’ agreement is taken into the consideration about their existing burden called as

the career achievement (Ramey, 2008).

The consistency with the Millennials’ perceptions is additionally found out on the findings of

Promotion Stress research of Carlson et al. (2001). The stress endurance is examined to be distinctive

throughout all four levels of career stages. The gradual decrease in promotion pressure, in particular,

is reported to occur from the early career stage employees to the late career stage workers. It infers

those who are at the initial period of career which are defined as apprentice have a tendency to put the

highest value on promotion concern or career ambition rather than the individuals at the later periods

of career including colleague, mentor and sponsor, respectively (Carlson et al., 2001). It is the

Millennial generation who take an ownership of the great personal career achievement than the others.

That is why these young cohorts turn out to be the key population of the study.

2.2. Person – Organization Fit in relation with Job Satisfaction and Turnover Intention

In relation with the individual and organization correspondence, career satisfaction and quitting

tendency, theoretically, the Theory of Work Adjustment (TWA) conducted by the University of

Minnesota crucially facilitates this kind of influential linkage. Although several definitions as well as

dimensions, indeed, have been explored in numerous studies with the goal of evaluating the fit between

the individual and actual workplaces, the multidimensional perception of fit, on the basis of TWA, is

described to be less complicated in the researches of Cable & DeRue (2002), Cable & Parsons (2001)

and Kristof (1996). The good perceived association only turns out when the employees’ values are

consistent with the organization’ values and culture.


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Regarding the essential deliberation attributed to employment, the unwell consistent fit among person

and organization is indicated to associate with the lack of organization’s attractiveness and

organizational commitment in terms of vocational attitudes and actions of subordinates (Resick,

Baltes, & Shantz, 2007). The well perceived fit, otherwise, according to TWA, places the positive

impact on job satisfaction (Bretz & Judge, 1994; Kristof-Brown et al., 2005) combined with the

negative influence on turnover intention (Wang & Zhang, 2010). Thus, it is the contribution of TWA

to the valid congruence in Western and Chinese contexts that encourages the application of this

“matching” model (Swanson & Schneider, 2013) into Vietnamese environment. It is predictively

feasible to match with Vietnamese new employees, specifically in Ho Chi Minh City, into the effect

of person – organization fit on both job satisfaction and turnover intention. Hence, the following

hypotheses are generated:

H1: Person – organization fit positively affects job satisfaction

H2: Person – organization fit negatively affects turnover intention

2.3. Career Growth and Job Satisfaction

It is not questionable to infer career growth as a job-related facet that contributes to most of vocational

decisions. In the concept of a personal progress within an organization, career growth, in general, is

evaluated by opportunities that are given in present or foreseen in future in order to develop and

advance individuals’ career prospects (Jans, 1989). With respect to a comprehensive appraisal, on the

other hand, the progression in career path is indicated to be built up by four potential elements that are

career goal progress, professional ability development, promotion speed and remuneration growth

(Weng & Hu, 2009), which deems to provide all-around aspects that employees are looking forward

to obtaining in their jobs.

Without a doubt, the scarcity of career growth opportunities within an organization definitely

undermines the mutual benefits among workers and enterprises, correspondingly direct employees’

decisions toward leaving later on (Weng et al., 2010). Being said that, an enormous awareness of

chances provided for career growing has been made positively in an attempt to gain the job pleasance

insight that is supposed to make employees eager to have favorable performance and devote to the

desired company outcomes (Liu et al., 2015). Therefore, in terms of career growth, the research

supposes the following hypotheses:


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H3: Career goal progress positively affects job satisfaction

H4: Professional ability development positively affects job satisfaction

H5: Promotion speed positively affects job satisfaction

H6: Remuneration growth positively affects job satisfaction

2.4. Emotional Exhaustion in the relation with Job Satisfaction and Turnover Intention

In terms of the human-based industry, it is unrealistic to ease the hospitality and tourism firms’ reliance

on emotions of service providers. It is the perceived nature of work that makes servers perform the

requirement of feelings expression, in particular, enthusiasm, friendliness and cheerfulness are always

essential qualities attributed to the customer service although, in some circumstances, few of positive

emotions are actually experienced (Pizam, 2004; Wong & Wang, 2009).

Without a doubt, the outcome of emotional exhaustion seriously and negatively impacts on job

satisfaction of service workers (Kraemer & Gouthier, 2014). In other words, employees occupied in

the service sector, which is known as a harsh environment, are hard to satisfy with the work

performance if every working day is a strain for them when they feel emotionally drained from work

(Maslach & Jackson, 1981). If the personal psychology is so depleted, on the contrary, the high

possibility of quitting decision is predicted with respect to a new journey to explore brand new

inspiration in different areas. The correlation between emotional exhaustion and job satisfaction, and

the association between emotional exhaustion and turnover tendency, consequently, are indicated to

be negative and positive, respectively, in the previous study of Tourangeau et al. (2010). Accordingly,

based on the discussion above, the research aims to propose the following assumptions:

H7: Emotional exhaustion negatively affects job satisfaction

H8: Emotional exhaustion positively affects turnover intention

2.5. Job Satisfaction and Turnover Intention

The positive emotional assessment obtained through job experiences is empirically ascertained to play

a rational mediator between abundant factors and turnover intention (Griffeth, Hom, & Gaertner, 2000;

Price, 2001). Job satisfaction, on the other hand, is figured out to make a great contribution to the

persuasive explanation on employee turnover and retention (Aydogdu et al., 2011). Regarding the

same opinion, in an early argument, Meyer et al. (1993) did declare that “employees become strongly


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attached to their organizations when their needs and expectations are satisfied”. Therefore, the below

hypothesis is triggered:

H9: Job satisfaction negatively affects turnover intention

Figure 1 illustrates the proposed research model adapted from the study of Chen et al. (2015) and

Huang et al. (2017)

Figure 1 The proposed research model

3. Methodology

3.1. Research Method

The quantitative research method is mainly conducted to make the research approach a significant

number of sample size in the hospitality industry in Ho Chi Minh City and data is analysed statistically,

mathematically, and computationally, which is believed to lead the outcomes become more objective

rather than subjective (Cooper & Schindler, 2006).

3.2. Questionnaire Design

The structure of survey is basically built from multiple elements that can measure the five main factors

of P-O fit, career growth, emotional exhaustion, job satisfaction and turnover intention with the 5-point

Likert scale (from 1 = strongly disagree to 5 = strongly agree).

The scale of person – organization fit (3 items) is accumulated from Cable & DeRue (2002). Career

growth is measured by Weng & Hu (2009) with facets of career goal progress (4 items), professional

Person –

Organization Fit

Professional Ability

Development

Promotion Speed

Remuneration

Growth

Emotional

Exhaustion

Job

Satisfaction

Turnover

Intention

Career Goal

Progress

Car

eer

Gro

wth

H2

H1 H3

H4

H5

H6

H7

H8

H9


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ability development (4 items), promotion speed (4 items) and remuneration growth (3 items).

Emotional exhaustion scale is adopted from Maslach & Jackson (1981) (7 items). Job satisfaction is

measured by Jung et al. (2015) (5 items). The measurement scale of turnover intention (3 items) is

built from Knudsen et al. (2006).

In addition, to enrich the data quality, some further information regarding demographics (age, gender,

education level and department), the frequency of turnover decision happened and the amount of tenure

were also included in the questionnaire.

3.3. Sampling Method and Sample Size

With respect to time and financial boundary within the undergraduate circumstance, in this research,

the top priority is given to the non-probability sampling method which is supposed to reach the ideal

sample in an easy and convenient way (Cooper & Schindler, 1998).

Research’s sample are employees whose ages range from 22 to 38 years old have experienced to work

at the urban hotels and restaurants. Due to the sum of 33 items that is need examining in the research,

the sample size is estimated to reach at least 165 followed the ratio 5:1 (Gorsuch, 1983; Hatcher, 1994).

Therefore, 187 valid responses collected from survey meet the criteria.

3.4. Data Collection

The data is primarily accumulated by responses from the survey questionnaire achieved on two ways.

Due to the unique nature of the service environment, the online interaction was mainly taken advantage

in order to make respondents feel convenient and comfortable. The first approach was to directly

deliver the survey to the researcher’s co-workers in hotels and restaurants in District 1 via their

personal contacts. Second, the questionnaire was concurrently distributed into some groups of the

urban hospitality community in order to broaden the range of data in other districts in the city, which

is believed to turn the responses unbiased.

4. Results

4.1. Reliability Test and Exploratory Factor Analysis

Table 1 shows the outcomes after conducting reliability test and exploratory factor analysis (EFA).

Initially, in order to examine the reliability of all items, the test is conducted via Cronbach’s alpha.


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The values are positively high (>0.8) and all corrected item-total correlations are also relatively high

(>0.5). Hence, these scales are all accepted.

Then, EFA is utilized in order to dimension all examined factors. The results of EFA for the

independent variables show KMO index is 0.889 (>0.5 and <1) with Bartlett’s test of Sphericity Sig is

.000 (<0.05) and the components retained account for approximately 70% (> 50%) of the total

variance. The outcomes of EFA for dependent variables, in which KMO index is 0.862 (>0.5 and <1)

with the value of Bartlett’s test of Sphericity Sig is .000 (<0.05) and the total variance explained is

81% (>50%). Since all figures satisfy EFA’s condition (Hair et al., 2006), no items are deleted,

however, there is a change in dimensionality of factors.

Table 1 Summary of Independent and Dependent Variables with the Results of Reliability Test and

EFA

Factors Number of Items Cronbach’s

Alpha Before After

P-O Fit (F_IT) 3 3 0.910

Career Goal Progress (CG)* 4 4 0.905

Professional Ability Development

(PA)* 4 4 0.884

Promotion Speed (PS)* 4 4 0.826

Remuneration Growth (RG)* 3 3 0.883

Emotional Exhaustion (E_E) 7 7 0.932

Job Satisfaction (J_S) 5 5 0.928

Turnover Intention (T_I) 3 3 0.901

* CG and PA are joined into one component renamed as Intrinsic Goal (I_G), PS and RG are also

involved in one component renamed as Extrinsic Goal (E_G)

* Therefore, Hypothesis 3: Intrinsic goal positively affects job satisfaction

Hypothesis 4: Extrinsic goal positively affects job satisfaction

Hypothesis 5: Emotional exhaustion negatively affects job satisfaction

Hypothesis 6: Emotional exhaustion positively affects turnover intention

Hypothesis 7: Job satisfaction negatively affects turnover intention


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4.2. Confirmatory Factor Analysis

Confirmatory Factor Analysis (CFA) is continuously applied to check whether the observed variables

and the retained model have a consistency with each other and the accumulated data is compatible with

the constructed simulation. Hence, after conducting Standardized Residual Covariances approach,

PS3, RG2, PS4, CG2, CG4 and EE6 are suggested to cut off since their relationships are not significant

with a good fit model. As a result, the compatibility indicators of the finalized research model are Chi-

square/df = 1.570 (<3), CFI = 0.955 (>0.95), GFI = 0.853 (>0.8), AGFI = 0.819 (>0.8), RMSEA =

0.055 (<0.06) and TLI = 0.948 (>0.9), which are totally appreciated (Hair et al., 1998; Hair et al.,

2010).

Then average variance extracted (AVE) and composite reliability (CR) is tested to re-evaluate the

model’s validity. In Table 2, the values of CRs are all greater than both 0.7 and AVEs whose values

are also greater than 0.5. Thus, the entire figures are reliable (Hair et al., 2006; Fornell & Larcker,

1981).

Table 2 Results of Average Variance Extracted (AVE) and Composite Reliability Coefficients

Retained

factors N

Composite

reliability

Average variance

extracted

F_IT 187 0.912 0.775

I_G 187 0.892 0.582

E_G 187 0.876 0.640

E_E 187 0.932 0.697

J_S 187 0.924 0.710

T_I 187 0.905 0.762

4.3.Testing the research model via Structural Equation Modelling (SEM)

After conducting SEM, the appearance of Intrinsic Goal (I_G) is observed not to completely contribute

to the significance of the research model, specifically, p-values of I_G with J_S is 0.267 (>0.05), and

I_G with T_I is 0.734 (>0.05). Additionally, the relationship between F_IT and T_I is examined not

to be necessary due to its p-value = 0.11 (>0.05).

The figures obtained from the ultimate SEM shown in Figure 2 are well matched with the criteria for

a good fit. Particularly, chi-square/df = 1.675 (<3), CFI = 0.946 (>0.95), GFI = 0.843 (>0.8), AGFI =

0.807 (>0.8), RMSEA = 0.06 (<0.08), and TLI = 0.938 (>0.9).


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In addition, the squared multiple correlation coefficient for dependent variable, Turnover Intention

(T_I) is approximately 59%, which means the model can explain around 59% of its variance.

Figure 2 The final research model

5. Discussion and implications

First, Hypothesis 1 is supported (H1: β = 0.272, p < 0.001), which means the well consistency between

employees’ values and the organization’ values and culture tends to positively affect the level in which

young workers shows their enjoyment on the job. Moreover, the elimination occurs in Hypothesis 2 (p

> 0.05), in particular, there is no direct impact of the perceived congruence on employees’ decisions

of leaving. However, the Fit still indirectly affects Turnover Intention mediated by Job Satisfaction (β

= -0.075), which partly contributes to the original study of Chen et al. (2015).

Second, Hypothesis 3 (H3: p > 0.05) are not supported while Hypothesis 4 (H4: β = 0.127, p < 0.05)

is strengthened, which means Extrinsic Goal is positively associated with Job Satisfaction. This is

partly relevant to the prior research of Chen et al. (2015) since the extrinsic goals are surveyed to be

superior to the intrinsic ones related to career ambitions (Intrinsic Goal is not related to any dependent

variables). In addition, Extrinsic Goal not only directly (β = -0.267, p < 0.05) but indirectly influences

Turnover Intention through a mediation of Job Satisfaction (β = -0.035).

Third, both Hypothesis 5 and 6 (H5: β = -0.273, p < 0.001 and H6: β = 0.782, p < 0.001) are proved to

be valid. The research has already provided a significant support for the original study that Huang et

al. (2017) did before. Furthermore, the indirect relationship between Emotional Exhaustion and

Turnover Intention is also discovered (β = 0.076). In general, the depletion of individuals’ feelings

directly and negatively affects the level in which employees satisfy with their jobs and positively

Job

Satisfaction

Extrinsic Goal

Person –

Organization Fit

Emotional

Exhaustion

Turnover

Intention

Promotion

Speed Remuneration

Growth

-.267**

.127**

.272***

-.277**

-.273***

.782***

Note: *** p-value < 0.001, ** p-value < 0.05


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impacts (on both direct and indirect way) on the consideration whether they should stay or leave the

organization.

Forth, Hypothesis 7 (Job Satisfaction negatively affects Turnover Intention) is obviously maintained

due to its reasonable meaning (H7: β = -0.277, p < 0.05), which obtain the same insight mentioned in

various prior scholars such as (Chen et al., 2015), (Huang et al., 2017) and (Price, 2001). As proposed

before, employees intend to closely attached to the organization in which their needs and expectations

in terms of job-related aspects are well accommodated.

Therefore, the research, to some extent, contributes to the investigation about Millennials’ mechanisms

of leaving in hospitality industry in Ho Chi Minh City, Vietnam. First, a good match regarding values

and cultures, needless to say, are substantial. This is because if an employee has little things in common

with the organization, it is hard for both entities to stay attached to each other. The organizational

values and culture, however, are somethings that are fixed and lasted for a long time, hence, the

alteration is impossible. In an attempt to deal with this situation, the mission tends to shoulder Human

Resource department at the very first stage known as the recruitment. The process of interview should

be paid more attention to find out desired workers whose abilities are qualified for the required

technique skills and behaviour. In addition, the orientation section should be more realistic and

informative to impart enough factual culture and values of the organization, which can avoid confusion

and “culture shock” when newbies interact with the workplace on the first days. Meanwhile, in terms

of job applicants, an in-depth research is encouraged to make in advance in order to assure whether

the workplace where they plan to work for values the same things with their appreciation.

Second, a good improvement on promotional opportunities and salary growth seems a competitive

advantage of a certain organization. The fact that training courses are equally delivered to all new

members, thus, the amount of knowledge and skills are maybe absorbed significantly in any hotels and

restaurants in town. This can explain why the intrinsic career goals are not valued as much as extrinsic

goals. The probabilities of growing-up job status and salary tend to be taken into young employees’

consideration when they are thinking of staying or leaving since they are always under pressure of

promotion and remuneration. In order to address the perceived circumstance, whenever decisions on

appointment of any positions are made, the clear-sighted judgement should be conducted in advance.

Furthermore, in case of none vacancies for promotion in a certain department, the recommendation is

to transfer potential employees to other outlets or branches in which the desired positions are available.

A verbal compliment or a little reward from leaders, otherwise, can be an effective motivation to

encourage followers to work more effectively and enthusiastically.


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Third, job pleasant is easily vulnerable to emotion. As a service industry, employees working there

have to withstand tons of pressure driven from three sources including customers, co-workers and

managers. The surveyed outcome shows that the impacts of emotional exhaustion on job satisfaction

and turnover intention are not small. This is why the enjoyment in their jobs goes down if their

psychology is drained so much. Meanwhile, the resignation choice easily takes place as a result of the

exhausted emotion in order to look for a new job in which the ambiance is believed not to be tough

and pressured. Therefore, the initial suggestion is given for the own self of employees. It is no

exaggeration to state that pressure can happen in any industries, hence, try to get used to it before

giving up. Millennial employees should distinguish the workplace from any recreational places, which

implies it is hard for an organization to indulge their workers’ emotions for a long-lasting period. On

the other hand, various conflicts that result in attacking someone’s feelings can be triggered from

colleagues in an outlet, consequently, in an effort to pose a friendly working ambiance to ease the

emotional exhaustion, a healthy friendship should be maintained on a regular basis of the entire of co-

workers. Regarding leadership styles, the managers should be a leader, not a boss, which can make

subordinates feel more relaxed and sympathized after they deal with abundant demanding guests from

time to time. In most circumstances, specially, the leader should understand and listen to followers

before making a conclusion. Only by doing so can we assure that the pressure from managers can be

relieved enormously and the employees’ emotion correspondingly can become better.

More importantly, according to the finalized outcome, there are some key points in need of further

research in future. Regarding the fit between employees and their workplaces, it is observed to be

crucial in an attempt to make individuals committed to the organizational success. In order to assess

the perceived congruence, although the fit of value and culture is an appreciated determinant, the

evaluation, in later research, should be explored into several aspects. Not only does it help the research

have an all-around assessment, but it can make the collected data more accurate and reliable since the

surveyed questions can explore every single perception of respondents when they think of the fit

between themselves and their workplaces.

In addition, beside relationships previously examined in the study, the associations among person –

organization fit and career growth; career growth and emotional exhaustion seem reasonable. In fact,

the career prospects of an employee are only grown up in the environment where the person feels

connected and compatible. On the other hand, the feelings’ depletion is considered to lessen when the

career goals that young employees have pursed are gradually fulfilled. This is why further research are

highly recommended to conduct these explorations.


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To sum up, there are several fields that enable to predict the Millennial’s mechanism of leaving

decision, and more scales that can measure the concepts of person – organization fit, career growth

and emotional exhaustion. The more research in depth, the more contributions to the management of

hospitality industry that hopefully ease the burden of human resource department as well as the

management board in terms of searching for turnover reasons of the Millennials. Concurrently, the

further studies are looked forward to coming up with a multitude of practical solutions to raise the

level of young service employees’ satisfaction.


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